A.

LEADER AND LEADERSHIP DEFINED

1. Leadership is the art of influencing people

2. leader is one who helps/facilitates communities of people.
3. A leader has followers. As Peter Drucker pointed out, a leader is someone who has followers.

B. VIRTUES AS A FOUNDATION OF LEADERSHIP (COVEY, S.R. 1991)

1. Virtue is defined as conformity to a standard of right and morality.

2. THE FOLLOWING VIRTUES ARE CONSIDERED THE FOUNDATION OF LEADERSHIP:

a. Prudence- knowing the right thing to do and applying it.

b. Justice -work without fear and anxiety in the search for happiness.
c. Fortitude- the habit of overcoming the difficulties and pressures of life in the pursuit of good.
d. Temperance -under the control of reason.
e. Industry- the habit of working hard and working under pressure.
f. Loyalty -the habit of remaining true to your friends and to your principles,
g. Responsibility - the habit of being accountable for one’s action
h. Cheerfulness - the habit of being optimistic, positive, always seeing
i.Generosity - the habit of sharing the good
j. Magnanimity the habit of having great ideals and ambitions of doing good; being concerned with
doing great deeds of service to others by devoting one's life to serve one's country or to help people.

C. TRAITS OF LEADERSHIP

1. True leadership is the art of changing a group from what it is into what it ought to be.
2. Leadership is the ability to recognize a problem before it becomes an emergency.
3. Leadership and learning are indispensable to each other.
4. Leadership is learning to give whether you get anything or not
5. Leadership is the other side of the coin of loneliness, and he who is a leader must always act alone,
and acting alone means accepting everything alone.
6. Leadership is the ability to handle uncertainty.
7. What is "it"? This is the aspect of leadership that is concerned with outward appearance. It means
looking, dressing and talking like a leader.
8. Leadership has nothing to do with ordering people around or directing their every move.
9. The climax of leadership is to know when to do what.

D. QUALITIES OF A GOOD LEADER

1.Good leaders enable people to feel and become empowered.

2. Good leaders inspire values of caring. In such a caring community, each person has a meaning.
3.Good leaders ensure that learning and competence matter.
4.Good leaders, particularly those in administration, create an atmosphere where work is stimulating,
challenging and fun.
5. Good leaders help people feel a sense of unity.
6.Good leaders help members develop a sense of security and trust not only in the leader but also in one
another.
7.A good leader displays reliability and integrity.
8.A good leader is honest and trustworthy, and has integrity. The best leaders use thinking to help
members develop a set of intentions, outcomes, goals and directions.

E. CHARACTERISTICS OF A LEADER (TAKEN FROM THE AGILE MANAGER'S GUIDE TO LEADERSHIP BY W.

WADSWORTH)

take prudent risks;

are honest with themselves;
carry on despite setbacks;
invite input;
tolerate mistakes;
set standards and objectives;
remain calm under fire;
take responsibility;
envision a better future;
don't blame others;
are curious and flexible;
test assumptions constantly;
don't over control;
gives subordinates leeway to act
see opportunity in challenges;

F. LEADERSHIP STYLES

1.Authoritarian Leadership (Survival)

A leader makes a decision and announces it. A leader announces his decision with no feeling of
responsibility or accountability to share the reasons.

2. Consultative Leadership (Security)

A leader presents a tentative decision subject to change. A leader announces his "tentative" decisions
and announces that he is open to questions for clarification and discussion.

3. Enabling Leadership (Participation)

A leader defines limits, calls on members to make a decision. A leader shares any "givens" (e.g. funds
available, time parameter, etc.) and facilitates a decision by members on basis of limitations.

TEAM BUILDING FOR YOUTH ORGANIZATION

Youth Organization is a collection of teams comprising of young people

FACTORS CONTRIBUTING TO TEAM DEVELOPMENT AND EFFECTIVENESS

a. Shared Goals and Objectives- The team must state the goals and objectives.
b. Utilization of Resources- The team must use effectively all the resources at its disposal
c.Trust and Conflict Resolution -The ability to openly recognize conflict and to seek to resolve it through
discussion is critical to the team's success.
d. Shared Leadership -Individuals will not function as a team if they are brought together simply to
"rubber stamp" decision made by the team's formal leader or others not in the team

3. TEAM RELATIONSHIP AND MANAGEMENT

a. A team is a number of persons associated together in work or activity

b. In a relationship in an organization or movement, people have various expectations of each other.
C. The management of the organization depends on proper coordination

4. BUILDING A BETTER TEAM

a. Teamwork reflects Camaraderie- A team will not work if members are self-centered and if they do
not know each other. There will be no fun, excitement and sharing.

b. Teamwork reflects Unity- Whatever the outcome of the project, it is the team that works towards it.
It is not a single stick anymore, but a bundle of sticks hard to break, strong and fighting.

C. Teamwork divides the Effort and multiplies the Success -Each group has ample zest and inspiration to
become a dream team.

5.THE CHARACTERISTICS OF AN EFFECTIVE TEAM

a. The team members share a sense of purpose or common goals, and each team member is willing to
work toward achieving these goals.

b.The team is aware of and interested in its own processes and it examines norms operating within the
team.

C. The team identifies its own resources and uses them, depending on its needs. The team willingly
accepts the influence and leadership of the members whose resources are relevant to the immediate
task.

d. The team members continually try to listen to and clarify what is being said and show interest in what
others say and feel.

e. Differences of opinion are encouraged and freely expressed. The team does not demand narrow
conformity or adherence to formats that inhibit freedom of movement and expression.

f. The team is willing to surface conflict and focus on it until it is resolved or managed in a way that does
not reduce the effectiveness of those involved. The team exerts energy toward problem solving rather
than
g.allowing it to be drained by interpersonal issues or competitive struggles.

THE CHARACTERISTICS OF EFFECTIVE TEAM LEADERS

communicate
are open, honest, and fair
make decisions with input from others act consistently
give the team members the information they need to do their jobs
set goals and emphasize them keep focused through follow-up
listen to feedback and ask questions show loyalty to the
company and to the team members create an atmosphere of growth have wide visibility
give praise and recognition
criticize constructively and address problems
develop plans
share their mission and goal
display tolerance and flexibility
demonstrate assertiveness
treat team members with respect
make themselves available and accessible
accept ownership for team decisions

THE CHARACTERISTICS OF EFFECTIVE TEAM MEMBERS

support the team leader

help the team leader to succeed
express opinions, both for and against compliment the team leader on team efforts
provide open, honest, and accurate information
support, protect, and defend both the team and the team leader act in a positive and constructive
manner
provide appropriate feedback understand personal and team roles
accept ownership for team decisions recognize that they each serve as a team leader
balance appropriate levels of participation participate voluntarily
maintain confidentiality
view criticism as an opportunity to learn state problems, along with alternative solutions/options
give praise and recognition when warranted operate within the parameters of team rules
confront the team leader when his or her behavior is not helping the team
share ideas freely and enthusiastically encourage others to express their ideas fully
ask one another for opinions and listen to them criticize ideas, not people
avoid disruptive behavior such as side conversations and inside jokes
avoid defensiveness when fellow team members disagree with their ideas
A attend meetings regularly and promptly
9. SEVEN TEAM WELL- BEING SECRETS

a. Purpose
b. Role
c. Strategy
d. Processes
e. People
f. Feedback
g. Interfaces

DECISION-MAKING

Decision-making skills and techniques underpin most aspects of management

Decision is a choice between two or more options/ alternatives. It is the act or process of deciding, a
determination arrived at after careful consideration.

KINDS OF DECISIONS (THOMPSON, J.L. 1997)

a. Operational decision - This is concerned with how the different functions of the organization, such as
marketing, production, finance, etc. will contribute to its strategic plan.

b. Strategic decision - The decision at this level is likely concerned with the scope of the organization's
activities.

C. Routine decision This is an ordinary decision on a wide range of issues. The decisions are left to one
person, usually the leader.

d. Urgent decision -This is a decision intended for some problems that occur rapidly and may cause
serious consequences if not dealt with urgency.

e. Problematic decision - This decision must be taken when a difficulty has emerged and there is no
obvious solution. Experts from outside the team may be called to give advice.

f. Consultative decision - This is a decision that involves those who are affected by the results of the
decision. Consulting other people from outside the organization means inviting others to serve as
consultant.

3. DECISION-MAKING APPROACHES

a. The Authoritarian Approach - Leaders assume the authority to take decisions alone and to pass them
down the line for implementation.

b. The Democratic Approach - The responsibility for decision-making is shared between the leader and
members of a team.
KEY STEPS IN DECISION-MAKING BY SYSTEMATIC APPROACH

a. Setting objectives - Define the purpose of the decision and consider what outcomes or objectives it
will achieve.

b. Collecting Information - Have sufficient information for the choices you need to make.

C. Identifying Alternative Solution - Look at all possible options: some are obvious, others have to be
logically deduced, and others require a more creative approach.

d. Evaluating Options - This involves determining the extent to which the decision options meet the
decision objectives.

e. Selecting the best option - After the evaluation, the 'best' option is selected using anyone of a
number of techniques or approaches.

5. INVOLVEMENT IN DECISIONS

a. The Plop - Here the group makes a decision by not making a decision. This means 'Not to decide' is
to decide.

B. The One-person Decision - This is quickly made, but later when the decider depends on free or
voluntary support from others to implement it, he may find himself carrying it out alone.

C. The Handclasp - One person makes a suggestion.

d. The Clique -This decision is made by a small group

e. Minority -These decisions are not consciously organized as those of the clique

f. Majority Vote - In big groups, this is often the most effective way to make a decision

g. silent consensus - Some groups aim at unanimous decisions.

h. Consensus- This is an agreement, often involving compromise or the combination of various

possibilities, after all opinions have been heard

6. DIFFICULTIES IN DECISION-MAKING

a. Fear of Consequences
b. Conflicting Loyalties
c. Interpersonal Conflict
d. Hidden Agenda
e. Blundering Methods
f. Inadequate Leadership Clash of Interests